ENGINEERING OVERSIGHT


The U.S. Army Corps of Engineers (USACE) oversees about 260 construction, operations and maintenance, and service contracts in the south and west of Afghanistan. Architect and engineering services comprise part of the knowledge-based services portfolio, the single largest in the Army’s services contracting taxonomy. (Photo by Karla Marshall, USACE)


appropriate acquisition management best practices in our services acquisition processes—similar to but not exactly the same as those we use to acquire weapon systems—while still being efficient and responsive. Doing this requires education, training and a transformation in culture by the commands that require services.


Te predominance of requirements for services are developed and approved by commands and their staffs outside of DOD’s and the Army’s Acquisition Corps. Leading the services improvement efforts at OSD [the Office of the Secre- tary of Defense] director of


is Mr. Dick Ginman, defense procurement and


acquisition policy. And then, of course, that all filters down in the Army to the SSM to execute, under the direction of the DASA(P). I am his point person to execute the mission requirements


that


comply with DOD and Army goals to improve services tradecraft.


Q. In terms of what BBP was able to accomplish in the first several years, is there an example of cost avoidance or cost savings that jumps to mind?


A. Based on the guidance issued, a key part of this was all of the services estab- lishing governance. We have the SSM’s offices and portfolio coordinators on my staff. Ten, in the field, we have the com- mand service executives, general officers or Senior Executive Service members, in each of the requiring activities; they oversee everything that is being done to achieve savings or cost avoidance. In the field with them, we have DA-designated portfolio managers, people on selected commands’ staffs who help us plan, track and execute the services oversight.


So what you are looking at is the requirements to support


their missions.


Te commands actually provide us with projections and forecasts of what they believe they will be able to do to reduce requirements while still supporting their mission and without degrading their capabilities. At of


the United


the AUSA [Association States Army Annual


Meeting and Exposition, in October 2012], the secretary of the Army noted that at that point, we had about $333 million in savings.


Basically what takes place is that the


commands reported the requirements they had in FY12. Tey projected to save about $600 million with services over- all. Tat is everything minus RDT&E [research, development, test and evalua- tion] and construction; BBP 1.0 exempted those areas.


ASC.ARMY.MIL


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CONTRACTING


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